Ch.E-404

1. Ch.E-404 engineering management Muhammad Asif Akhtar imasif@uet.edu.pk

2. Ch.E-404: ENGINEERING MANAGEMENT • Credit Hours: 3+0 = 3 COURSE OUTLINE: • Resources and management processes; • Environment of engineering organization and managers; • Social, Ethical, Global and Multicultural environment; • Elements of planning and decision making; • Decision making and their types; • Managing strategy and strategic planning; • Elements of an organization. • Organization design, change and innovation;

3. COURSE OUTLINE ( CONT…) Human resource management; Managing motivation and performance; Managing work groups and teams; Organizational communication and interpersonal relations in engineering organizations; Types of control; Managing operation, quality and productivity of an engineering organization.

4. RECOMMENDED BOOKS Some of the books directly or indirectly concerned with engineering and technology management are as follows: • Babcock, D. L., Managing Engineering and Technology, Upper Saddle River, NJ: Prentice Hall, 1996. • Badaway, M. K., Developing Managerial Skills in Engineers and Scientists, New York: Van Nostrand Reinhold, 1995. • Cronstedt, V., Engineering Management and Administration, New York: McGraw-Hill, 1961. • Dhillon, B. S., Engineering Management, Lancaster, PA: TechnomicPublishing Company, 1987. • Dorf, R. (ed.), The Technology Management Handbook, Boca Raton,FL: CRC Press LCC, 1999.

5. RECOMMENDED BOOKS (CONT…) • Gaynor, G. H. (ed.), Handbook of Technology Management, New York: McGraw-Hill, 1996. • Hicks, T. G., Successful Engineering Management, New York: McGraw-Hill, 1966. • Khalil, T. M., Management of Technology, New York: McGraw-Hill,2000. • Lanigan, M., Engineers in Business, Reading, MA: Addison-Wesley,1992 • Mazda, F. F., Engineering Management, Reading, MA: Addison-Wesley, 1998.

6. Shainis, M. J., Engineering Management, Columbus, OH: Battelle Press, 1995. Shannon, R. E., Engineering Management, New York: John Wiley and Sons, 1980. Ullman, J. E. (ed.), Handbook of Engineering Management, New York: John Wiley and Sons, 1986.

7. MANAGEMENT “Supplying knowledge to find out how existing knowledge can best be applied to produce results. But knowledge is now also being applied systematically and purposefully to determine what new knowledge is needed, whether it is feasible, and what has to be done to make knowledge effective. It is being applied, in other words, to systematic innovation.” (Drucker, 1993)

8. What is Engineering? The profession in which a knowledge of the mathematical and natural science gained by study, experience, and practice is applied with judgement to develop ways to utilize, economically, the materials and forces of nature for the benefit of mankind (1979, US. Engineering societies). What is Management? A set of activities (including planning and decision making, organising, leading and control) directed at an organisation’s resources (human, financial, physical and informational) with the aim of achieving organisational goals in an efficient and effective manner. (Griffin) ENGINEERING MANAGEMENT

9. ENGINEERING MANAGEMENT • Engineering Management is a specialized form of management that is required to successfully lead engineering or technical personnel and projects. • Management of technical functions • Direct supervision of engineers and/or the engineering function • Engineering managers typically require training and experience in both general management and the specific engineering disciplines that will be used by the engineering team to be managed

10. WHY ENGINEERS NEED MANAGEMENT? • BS Engineering programs emphasize technical competency • Engineers do many non-technical tasks • Engineering and management have very little in common • Education can help ease the transition

11. WHY ENGINEERS NEED MANAGEMENT? (CONT….) • There is a growing need for engineers who • can see the big picture, • effectively interact and communicate with people, • thrive on ambiguity, • effectively work in teams, and • apply critical thinking skills to solve real-world problems. • Engineering Management develops leaders who have these skills and are comfortable with the language and methods of engineering, business, and technology.

12. WHY ENGINEERS NEED MANAGEMENT? (CONT….) • Successful Projects • Done by a group of people with good • Organization, communication • Leadership, motivation, influence • Focus on a goal • Decision making, problem solving

13. WHY ENGINEERS NEED MANAGEMENT? (CONT….) • In modern society, we are specialists • We have expertise in a very narrow area • We rely on others for everything else • Relationships enable success • Your ability to deal with people determines your success as a manager • Put people first, technology • second.

14. WHY ENGINEERS NEED MANAGEMENT? (CONT….) • Emotion and intelligence are connected, not opposites • Emotions affect thinking, reasoning, judgment, actions • Emotional IQ may be more important than traditional IQ in success • Engineers usually have low emotional IQ.

15. Why People Seem Difficult • Technical systems, although complex, obey logical rules and/or laws • Individual people are more complex and follow no set rules • A system of multiple people is incredibly complex and unpredictable

16. Personality Types • Myers-Briggs Type Indicator • Extrovert/Introvert (external/internal) • Sensing/iNtuitive (concrete/abstract) • Thinking/Feeling • Judging/Perceiving (planned/spontaneous)

17. Uses of Personality Typing • Person-job match • Identify areas for development • Anticipating and resolving conflict • Promoting diversity

18. Behavioral Tendencies • People tend to do what is best for themselves • People want to avoid looking bad • People tend to go with the crowd • People make communication challenging • People are imperfect

19. People are complex and hard to predict • Systems of people are difficult to manage • Knowing about personality types and behavioral tendencies (raising your Emotional IQ) can help you be a better manager • Most engineers have a long way to go

20. ACTIVITY SKILLS INVENTORY Below is a list of five broad skill areas which are divided into more specific skills. Review the list and identify the skills you possess. You have to rate the skills indicating your ability in each area. Suggested rating scale: • 1. strong ability • 2. some ability • 3. enough ability to get by with help from others

21. A: COMMUNICATION the skillful expression, transmission and interpretation of knowledge and ideas. • Speaking effectively • Writing concisely • Listening attentively • Expressing ideas • Facilitating group discussion • Providing appropriate feedback • Negotiating • Perceiving nonverbal messages • Persuading • Reporting information • Describing feelings • Interviewing • Editing

22. B: RESEARCH & PLANNING the search for specific knowledge and the ability to conceptualize future needs and solutions for meeting those needs • Forecasting, predicting • Creating ideas • Identifying problems • Imagining alternatives • Identifying resources • Gathering information • Solving problems • Setting goals • Extracting important information • Defining needs • Analyzing • Developing evaluation strategies

23. C: HUMAN RELATIONS the use of interpersonal skills for resolving conflict, relating to and helping people. Developing rapport Being sensitive Listening Conveying feelings Providing support for others Motivating Sharing credit Counseling Cooperating Delegating with respect Representing others Perceiving feelings, situations Asserting

24. D: ORGANIZATION, MANAGEMENT & LEADERSHIP the ability to supervise, direct and guide individuals and groups in the completion of tasks and fulfillment of goals. Initiating new ideas Handling details Coordinating tasks Managing groups Delegating responsibility Teaching Coaching Counseling Promoting change Selling ideas or products Decision making with others Managing conflict

25. E: WORK SURVIVAL • the day-to-day skills which assist in promoting effective production and work satisfaction. • Implementing decisions • Cooperating • Enforcing policies • Being punctual • Managing time • Attending to detail • Meeting goals • Enlisting help • Accepting responsibility • Setting and meeting deadlines • Organizing • Making decisions

26. ASSIGNMENT • Online Assessments • Personal Style Inventory • Skills Inventory • http://www.d.umn.edu/careers/services/assessments.html

27. LEARNING OBJECTIVES Lecture 2 • Organization And Its Resources • Four Basic Management Functions In Organizations • Kinds Of Managers • Basic Managerial Roles And Skills

28. What Is an Organization? • A group of people working together in a structured and coordinated fashion to achieve a set of goals. • In order to understand management observe the following slide Table which is a resource-based perspective, it will provide a view of the four basic kinds of resources required in an organization:

30. How Do Managers Combine and Coordinate the Various Kinds of Resources? • The following slide Figure illustrates how managers combine and coordinate the various kinds of resources:

31. Management in Organizations

32. The Management Process Planning and Decision Making • Setting the organization’s goals and deciding how best to achieve them. Organizing • Determining how best to group activities and resources. Leading • Motivating members of the organization Controlling • Monitoring and correcting activities

33. The Management Process • The manager’s primary responsibility is to carry out the management process. • The next slide will illustrate the basic definitions and interrelationships of the basic managerial functions:

34. The Managerial Process

35. ACTIVITY Who Is the Manager? • College Dean? • Police officer? • Surgeon? • Web-designer? • Football coach? • Chef? • Managing your checking account?

36. The Manager’s Job Is To: PLAN: • A manager cannot operate effectively unless he or she has long range plans. A plan for each day’s work: • What is to be done, and why do it? • When is it to be done, and how will it be done? • Who is to do the job? • Where should it be done?

37. The Manager Must Organize • When there is more than one employee needed to carry out a plan. • Then organization is needed. • A team must be formed. • Each job must be carefully defined in terms of what is to be done. • Establish delegation of responsibility.

38. The Manager Must Control Control means? • A method of checking up to find what has been done and what must be done. • A manager must know how well employees are performing.

39. Kinds of Managers Managing at Different Levels of the organization: Top Managers • Small group of executives who manage the overall organization, the strategic level. Middle Managers • A large group that implement the strategies developed at the top.

40. Kinds of Managers First-Line Managers • Supervise and coordinate the activities of operating employees.

41. Kinds of Managers by Level and Area

42. Managing in DifferentAreas of the Organization • Marketing Managers • Financial Managers • Operations Managers • Human Resource Managers • Administrative Managers • Specialized Management

43. Basic Managerial Roles and Skills Regardless of level or area within an organization, all managers must play certain roles and exhibit certain skills in order to be successful, such as: • Do certain things. • Meet certain needs. • Have certain responsibilities.

44. Managerial Skills • In addition to fulfilling roles, managers also need a number of specific skills. • The most fundamental management skills are: • Technical • Interpersonal • Conceptual • Diagnostic • Communication • Decision-making • Time-management

45. Technical Skills • Necessary to accomplish or understand the specific kind of work being done. • These skills are especially important for first line managers.

46. Interpersonal Skills • The ability to communicate with, understand, and motivate both individuals and groups. • Be able to get along with: • Subordinates • Peers • Those at higher levels

47. Conceptual Skills • A manager’s ability to think in the abstract. • The mental capacity to: • Understand organizational goals and its environment. • How the organization is structured. • Viewing the organization as system.

48. Diagnostic Skills • Skills that enable a manager to visualize the most appropriate response to a situation.

49. Communication Skills • A manager’s abilities both to effectively convey ideas and information to others and to effectively receive ideas and information from others.

50. Decision-Making Skills • A manager’s ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities.